The expectation of implementation was a strong motivation among participants given their previous experience of "talking shops" where reports were drafted and "lost in the wilderness".
A number of themes emerged, including the perception of diabetes as an obvious problem with nationally and internationally recognised solutions, the unmet expectation of implementation due to internal (lack of authority and dedicated funding) and external barriers (waning support, financial crisis, organisation change), and the importance of timing and opportunities for incremental progress.
The expectation of broad implementation from national leadership reverberated throughout all levels of the organization, and a variety of effective tools for rapid implementation were available.
The items cover adequacy of supplied information, was it the best decision, consistency with personal values, expectation of full implementation, whether it was my decision, and overall satisfaction.
There is also a growing expectation for implementation of routine measurement and measures being used by clinicians as a feedback monitoring system to improve client outcomes.
A social science of intervention expectation broadens questions of implementation science from 'how can interventions of evidenced-based effect be best translated into new settings?' to 'how are new interventions and expectations made and evidenced locally?'.
Findings include identification of six change management factors that contribute to minimizing resistance to change, including certain aspects of project scope, size and duration, organizational expectations of change implementation speed, the establishment of formal change agents, and the level of change agent involvement with implementation activities.
Possible solutions for the expanding workload in the acute care sector, expectations of the implementation of NPs, responsibilities considering the work of the NP and barriers and facilitators for the implementation of an NP in out of hours care are topics that are discussed.
In addition, we have added questions about the expectations of the implementation of the NP in terms of workload, satisfaction with providing care, quality and efficiency of care, referrals and collaboration with colleagues.
Furthermore, the trial was found to have significant impacts despite less than complete implementation intervention components were delivered at 50%90%% of expectations, while fidelity of implementation or adherence to the intervention protocol was only 28%70%% [ 23].
For such packages to be effective, the incentives must be based on the local context and the organisation's structure, culture and institutional capacity, the wider social values and expectations, the ease of implementation and monitoring, the cost and timeframe for the package to take effect, and the sustainability of the package [ 18].
